cus tom con t en t - CBJonline.com

july 30, 2018

c u s t o m c o n t e n t

left to right: Keynote Speaker Sahar Andrade

(Sahar Consulting, LLC); Panelists Jaime

Cabrera (Advantage) and Christopher Mack (Stage

13 / Warner Bros. Digital Networks)

left to right: Platinum Sponsor and panelist Priscilla Chavez (PCL Construction Services, Inc.); Panelist Daphne Harvey (NBCUniversal); Diamond Sponsor and moderator Janet Lamkin (United Airlines)

DIAMOND SPONSOR

PLATINUM SPONSORS

California State University, Northridge Easterseals Southern California

Green Hasson JanksUSC Marshall School of Business

GOLD SPONSORS

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130 LOS ANGELES BUSINESS JOURNAL – CUSTOM CONTENT JULY 30, 2018

Letter from the Publisher

In a recent cognitive intelligence study done by MIT engineers, researchers observed that successful teams had three things in common: they gave one another roughly equal time to talk, they were sensitive towards each other (even in awkward situations), and they included more women – making them the most diverse. In other words, having different types of people on

the same team can help others look at problems more carefully while also being

more innovative, creative and inclusive about their solutions.

One of the great things about Los Angeles is our blend of cultures and how

people from different backgrounds come together to make our various industries

and communities thrive. We also have much to be proud of in terms of our region’s

standard-setting leadership role in diversification programs.

With that in mind, we welcome you to our second annual Diversity and

Inclusion Summit!

Our event this year included a series of thought-provoking and inspiring panels,

each packed with extraordinary and knowledgeable speakers, each of whom is

briefly profiled in these pages. We appreciate their insights and the sharing of their

knowledge at the Summit, which took place on Tuesday, July 24th at the City Club

Los Angeles.

The panels covered topics such as “Leadership & CEO Commitment,” “Supplier

Diversity,” “Building a Diverse Team” and a terrific keynote talk on Human Capital

by Sahar Andrade.

Thanks to all the experts who not only shared their knowledge with us last

week, but are actively playing a proactive and positive role in the diversity and

inclusion aspects of our business community as a whole.

Best regards,

Anna MagzanyanPublisher & CEO

lacare.org | 1.888.4LA-CARE

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JULY 30, 2018 LOS ANGELES BUSINESS JOURNAL 131

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The Los Angeles Business Journal Celebrates the LA Business Community’s Leadership Role in Diversity and Inclusion

The Los Angeles Business Journal hosted the 2018 Diversity and Inclusion Summit event at the City Club LA on Tuesday, July 24th. The eventful morning featured a series of panel discussions featuring companies and individuals who have shown an exceptional commitment

to promoting practices that advance diversity and inclusion in the workplace and in business leadership. Attendees had the opportunity to learn from the managers and executives who have shown the ability to develop and lead an increasingly

diverse workforce and client base to achieve company goals.

PANEL TOPICSLeadership & CEO Commitment Moderated by Janet Lamkin (United Airlines), panelists Jaime Cabrera (Advantage),

Christopher Mack (Stage 13/ Warner Brothers Digital Networks) and Gisselle Ruiz (The Broad Academy) – executive leaders from different industries – shared their views on challenges and opportunities when building and measuring a culture of diversity and inclusion within

their organizations and the effects it has on productivity.

Supplier Diversity Moderated by Dr. Lois M. Shelton (CSUN – David Nazarian College of Business and Economics), panelists Priscilla Chavez (PCL Construction Services, Inc.), Daphne Harvey (NBCUniversal), and Erin Henning (LADWP) – all influential executives – helped to

define supplier diversity, and talk about the strategies used by successful businesses to procure minority contracts and secure access to capital.

Building a Diverse Team Moderated by Anita Wu (Green Hesson Janks), panelists Patrick McClenahan (Goodwill of Southern California), Lorraine Mills (Easterseals Southern California) and Michael Ormonde (Wells Fargo) – top business leaders – shared the issues that

need to be considered when building a diverse team and how that correlates to productivity, profitability, business growth and morale.

Human Capital The audience also heard an inspiring and thought-provoking keynote presentation from Sahar Andrade (Sahar Consulting, LLC), truly one of the nation’s leading authorities on the subject of diversity in the workplace.

She discussed the best practices for recruitment, hiring, retention and mentorship of employees in a diverse work environment as well as the legal considerations that should be of concern.

PRISCILLA CHAVEZ Manager, Diversity & Inclusion PCL Construction Services, Inc.

For Priscilla Chavez, the construction industry is more than just building. To her, it’s about breaking out of the

traditional misbeliefs and discovering unique ways of making a difference in local communities. As the manager of diversity and inclusion at PCL Construction, Chavez oversees and manages community outreach, certified subcontractor relationships, local hiring requirements, local government and labor relations as well as small business development. As a certified compliance administrator, she has been recognized as the industry’s leading compliance professional in Southern California. Chavez also serves as the president of the National Association of Women In Construction Los Angeles Chapter.

DAPHNE HARVEY Senior Vice President, Sourcing

NBCUniversal

Daphne Harvey is the senior vice president of Global Sourcing at NBCUniversal / Comcast. She

oversees strategy development, negotiations, and contracting, with annual team spending topping $12 billion. Harvey also leads Supplier Diversity efforts for NBCUniversal where together with Comcast 2017 spending with diverse and women-owned businesses exceeded $4 billion.

ERIN HENNING Director of Supply Chain Services

LADWP

Erin M. Henning joined the LADWP team in January 2018 as assistant general manager and deputy director

of Supply Chain Services (SCS Division), and assumed the role as the Director of SCS effective July 1, 2018. Henning comes to LADWP with more than 31 years of service to the City of Los Angeles. Most recently, she was Chief of Procurement Services at Los Angeles World Airports (LAWA). She rose through the ranks of City service, beginning her career in high school as a Recreation Assistant with the Department of Recreation and Parks. Since then, she progressed through increasingly responsible positions in the City’s Personnel Department and at LAWA.

SAHAR ANDRADEDiversity & Inclusion Speaker

Sahar Consulting, LLC

Sahar Andrade, MB.BCh is a Diversity, Global Leadership and Culture Competence Speaker/

Consultant, certified as a Social Media Strategist. She has lived, worked and been educated in seven countries and three continents and speaks five languages. She holds a Double Bachelors degree in Medicine and Surgery, a Major in Psychiatry from Cairo University and has successfully completed a Mastery of HR Studies Certificate Program. She is a TED Talk speaker and her Entrepreneur Training Program has received Congressional Recognition. She was awarded the Diversity Insights Award for 2015 by the National Diversity Council and the Leadership Excellence Award 2014 by hr.com.


JULY 30, 2018 CUSTOM CONTENT - LOS ANGELES BUSINESS JOURNAL 133

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CHRISTOPHER MACK Senior Vice President, Head of Scripted

Development Stage 13 / Warner Bros. Digital Networks

Christopher Mack is senior vice president of Scripted Content for Stage 13, overseeing all of the brand’s

original scripted series and development slates across multiple genres. Stage 13 is the fearless original premium digital content brand that is a division of Warner Bros. Digital Networks. He has been instrumental in the scripted content strategy and launch of Stage 13 since 2016, leading the ambitious slate including the EMMY nominated comedy “I Love Bekka & Lucy,” the acclaimed Oath teen horror comedy series “Snatchers,” the 2018 Sundance and 2017 LAFF Audience Award winning comedy “High & Mighty” and the award-winning horror anthology “Two Sentence Horror Stories,” among others.

PATRICK MCCLENAHAN President & CEO

Goodwill of Southern California

Patrick McClenahan is the pesident and CEO of Goodwill Southern California. He has overall

responsibility for Goodwill as it prepares and places thousands of individuals into sustainable employment through programs and services throughout Los Angeles, Riverside and San Bernardino counties. Goodwill has been transforming lives through the power of work here in the Los Angeles region for over 100 years. This mission of providing opportunities to those in our community with the greatest barriers to employment is supported with the proceeds generated from 86 retail stores and 46 attended donation centers, as well as from charitable donations and grants from the public and private sectors.

GISSELLE RUIZDeputy Director Recruitment & Selection

The Broad Academy

Gisselle Ruiz is a seasoned recruiting executive with over 15 years of experience with a specific focus

on developing and executing diversity and inclusion hiring practices and strategies across a variety of industries, including entertainment, technology and education. She is presently the deputy director, recruitment and selection for The Broad Academy at the Broad Center. In this capacity, she is responsible for executing the engagement, outreach and selection for a prestigious leadership fellowship targeting CEO’s and senior level executives of districts, charter networks, and state education agencies continuing to focus on diversity and inclusion through an equity lens.

DR. LOIS M. SHELTON Professor of Management and

Entrepreneurship California State University, Northridge- David Nazarian College of Business and Economics

Lois M. Shelton earned a Ph.D. in Business Economics from Harvard University. A Professor at California

State University, Northridge’s David Nazarian College of Business and Economics and an Affiliated Professor in the Doctoral School of the Grenoble Ecole de Management, she focuses on firm growth and minority and women’s entrepreneurship in her research. She has published articles in leading academic journals and was named Co-Editor of the International Journal of Entrepreneurial Behavior & Research. She presents her work internationally. Professor Shelton championed the launch of the entrepreneurship program at the Nazarian College, helping design the undergraduate Minor in Entrepreneurship and the MBA Concentration in Entrepreneurship.

ANITA WU Principal

Green Hasson Janks

Anita Wu joined Green Hasson Janks in 2000 and has more than 20 years of auditing experience

within the entertainment industry. Her specialty includes profit participation audits on behalf of talent, investors and co-producers at both the major and mini studios. She currently manages most of the audits at Walt Disney Pictures and Television and NBC Universal. Wu is also proud to be part of the committee that created the Green Hasson Janks Women’s Empowerment Initiative, which is focused on helping women achieve success at the firm by providing training to advance women into leadership positions.

LORRAINE MILLSDirector of Benefits

Easterseals Southern California

Lorraine Mills is director of benefits for Easterseals Southern California, a leading nonprofit provider of

disability services. Mills is a Human Resources professional with more than 20 years of experience in the development and administration of benefits programs for a variety of companies and organizations including Silverado Senior Living and OCTA.

MICHAEL ORMONDE Los Angeles Region Bank President

Wells Fargo

Michael Ormonde is region bank president for Wells Fargo’s Los Angeles Bank division. In

this role, Ormonde oversees 1,300 Wells Fargo banking professionals at approximately 87 branches across the cities of Los Angeles, Beverly Hills, South Bay and Santa Monica. He assumed his current role in November 2017. He is committed to the communities that he has served and is a leader in corporate citizenship. He has served on numerous boards for SMYAL and Outlet. Ormonde is also involved in several organizations including CAGLCC, Central Bucks Chamber of Commerce, and Executive Advisor for the Pride Wells Fargo Team Member Network.

JANET LAMKIN California President

United Airlines

Janet Lamkin is United’s president for California, which is home to United’s San Francisco and Los Angeles hubs.

In this newly created role, she leads United’s drive to best serve customers in the state. She focuses on ensuring United remains the leading airline for California customers, while also working closely with local airport authorities to develop short- and long-term strategies to benefit United customers. Lamkin has been a champion of diversity and inclusion, and of women’s leadership, and she speaks regularly on these issues. She sits on the board of several nonprofit organizations and is on the National Advisory Council of the Boys and Girls Club.



At Green Hasson Janks,diversity is how we think,

and who we are.

It gives us the ability to bea more productive �rm,

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Our diversity of thoughtdrives innovation.

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310.873.1600



By B.J. YOUNGERMAN

At United, our shared purpose is to connect people and unite the world. That is why we strive to ensure our

United family is as diverse as the customers and communities we serve – both in Califor-nia and around the world – representing every background and belief, origin and orientation, color and creed. Our commitment to diversity and inclusion (D&I) is more than a core value for United; that fosters an environment in which people from all walks of life can thrive, collaborate and innovate.

“As a native Californian, I’m proud to oversee our efforts in Los Angeles and San Francisco,” said Janet Lamkin, United’s new President of California. “United cares deeply about issues that are important to this state, including developing a diverse workforce – not only to enrich the United family, but to better serve our diverse customer community.”

RECRUITING DIVERSE TALENT AT UNITED IS JUST THE START

At United, we are dedicated to creating an inclusive work environment, characterized by dignity and respect, that empowers every employee to better serve our customers and contribute to our success.

Instead of merely checking the D&I box, we expect decision-makers to lead with an inclusive mindset. Our goal is for leaders to create a culture in which acceptance and appreciation of everyone is the norm, and each employee is comfortable bringing their full selves to work.

“We have a long-term commitment to diversity that is purposefully built into our operations. By hiring, retaining and promot-ing diverse talent, we cultivate respect and embrace differences – from senior leadership to frontline staff,” said Greg Jones, Chief Diver-sity Officer. “Our approach treats diversity and inclusion as a core leadership competency.”

To help actively implement a D&I mind-set among leadership, United launched a leadership session, “Leading in an Inclusive Culture,” in 2015. It is a day-long interactive program designed to explore how diversity and inclusive behaviors and awareness of uncon-scious bias can impact business results, team-work and innovation. As a company that con-

nects people, ensuring our leadership reflects our customers’ diverse backgrounds, cultures, experiences and values is paramount.

EMPLOYEE RESOURCE GROUPS ENRICH OUR CULTURE

To advance our D&I goals and support, engage and develop a more inclusive commu-nity, United proudly sponsors several employ-ee-run Business Resource Groups (BRGs).

Across the U.S. and internationally, United currently has five BRGs: LGBTA (EQUAL), Multi-Cultural (UNITE), Veterans (United for Veterans), Women’s (uIMPACT) and Next Generation (Gen Trend). Each BRG has launched chapters to engage our frontline. Our BRGs, led by employee volun-teers, nurture United’s unique talent, enrich our culture and connect us to local commu-nities. Not only are these groups designed to increase awareness and understanding of cultural issues, they are structured to provide leadership roles and networking opportunities to help attract, retain and develop diverse leaders. The process to serve in a leader-ship position in these groups is rigorous and involves interviewing with HR, D&I leader-ship and the executive sponsor. These indi-viduals are exposed to unique developmental opportunities and advance through their roles with a stronger sense of values that represent United’s community.

Through uIMPACT, United continues its push to advance gender equality. The group includes female employees from 81 cities across the globe, including Los Angeles. Nota-bly, this BRG also expanded United’s Girls in Aviation Day events, in conjunction with Women in Aviation International, which gave us an opportunity to encourage young women to pursue careers in aviation and share the wide array of roles available at United.

Our women’s initiatives earned United the distinction of being named among Diversity-Inc’s Top 9 Companies for Executive Women – all organizations who embody and promote strong representation of women in senior leadership.

Of course, United’s focus on D&I extends to our customers as well. We recently made key improvements to assist our disabled cus-tomers. This included making self-service airport kiosks more accessible to customers

with sensory or mobility impairments and adding a new main menu category on our seatback entertain-ment, labeled “Accessible Entertainment,” to make it easier for customers with hearing and vision chal-lenges to find accessible entertainment options.

These efforts, combined with our focus on fostering an inclusive and accessible workplace contributed to United’s perfect 100 per-cent score on the Disability Equality Index (DEI), for the second consecutive year. That perfect score also earned United recog-

nition as one of the 2018 DEI Best Places to Work for Disability Inclusion.

THROUGH EVENTS WE ARE RAISING GREATER AWARENESS

Throughout the year, United hosts events, festivals and celebrations to encourage per-sonal and professional development among our diverse community. These events provide education and training opportunities to all our employees, raising awareness of D&I issues and helping drive cultural change. We believe that knowing how to interact with people from all walks of life is essential when engaging with colleagues, customers, family and friends.

Last year, we sponsored 175 D&I awareness events at 62 locations, involving more than 22,000 employees.

We most recently celebrated LGBT Pride Month, where we continued our tradition of walking in Pride parades, increasing our partic-ipation to eight cities this year, including our first international parades in Mexico City and London. For eight years, United has scored a perfect 100 percent on the Human Rights Campaign’s Corporate Equality Index (CEI) for our ongoing commitment to the LGBT community. The perfect score also earned United a spot on the organization’s 2018 list of Best Places to Work for LGBTQ Equality.

In 2018 the National LGBT Chamber of Commerce, the business voice of the LBGT community, and the National Business Inclu-sion Consortium named United among the

Best-of-the-Best corporations for inclusion in America. This highly competitive designation is awarded to companies that demonstrate their commitment to America’s diverse com-munities.

Later this summer, we’ll proudly partner with the Organization of Black Aerospace Professionals (OBAP) to fully fund Aviation Career Education (ACE) camps in Newark and Los Angeles. During a day-long “United Day” at LAX, middle and high school STEM students will have the opportunity to learn about aerospace and aviation – as well as possible careers as a pilot, mechanic, air traffic controller or engineer – firsthand from OBAP volunteers.

WE ASPIRE TO ALWAYS GROW AND BE BETTER

United is fully committed to integrating D&I into all areas of our business, and we are honored by the recognition we have received from expert organizations. We aspire to con-stantly improve by uniting people and foster-ing deeper connections among our employees and in every community we serve.

B.J. Youngerman is Director, California Stra-tegic Initiatives at United Airlines, California’s global airline. United has served California for more than 90 years and operates hubs at Los Angeles International Airport and San Francisco International Airport. For more information, visit united.com.

Connecting People and Uniting the World Through Diversity and Inclusion


JULY 30, 2018 LOS ANGELES BUSINESS JOURNAL 137

CEO/FOUNDER

NIMES CAPITAL

DAVID NAZARIANB.S. (BUSINESS ADMINISTRATION)

With more than 52,000 alumni, CSUN’s David Nazarian College of Business and Economics is a

force for good throughout Southern California, helping the business community connect with our region’s wealth of diverse talent. That’s why CSUN alumnus David Nazarian — a visionary entrepreneur who has spent his career discovering and investing in winners — invested in the college that now bears his name. The Nazarian College is one of the nation’s 10 largest accredited business schools, and its accreditation places CSUN among the top 5 percent of business-

degree-granting institutions in the world. The bachelor’s program in accounting and information systems is ranked the third best in the nation by College Choice, and the college’s part-time MBA program is ranked as one of the nation’s best by U.S. News & World Report. Moreover, the Nazarian College consistently ranks among Princeton Review’s Best Business Schools and Financial Planning magazine’s Best Schools for Financial Planning. The Nazarian College helps students reach their greatest potential and impact. They rise higher — and when they rise, we all do.

CSUN.EDU/BUSECON



By MICHAEL ORMONDE

Wells Fargo’s culture is built on sustaining a diverse and inclusive environment for all team members

– one where they feel valued and respected for who they are as well as for their skills and experiences. We value and promote diversity and inclusion in all aspects of our business from our CEO and leadership team, to our hiring and supplier practices and everything in between.

We have embraced this culture since we opened our doors in 1852. And as we continue to progress our goal continues to be the same of embracing diversity and inclusion in all aspects of our business, which we believe is essential to engage our team members, cus-tomers, communities and shareholders.

The fabric of life in Los Angeles is rich where opportunities are abundant that allow us to embrace individuals differences that make them unique.

We are a true melting pot - made up of successful business people of every color, eth-nic origin, gender identity, spiritual beliefs, national origin, and sexual orientation.

Diversity & Inclusion is one of our five pil-lars within our Vision & Values; it is embed-

ded in our Wells Fargo culture to celebrate the diversity that makes up our workforce. As a first-generation immigrant from Portugal, my parents encouraged me to embrace both cultures (American and Portuguese). This

allowed me to be mindful of what makes us all different but recognizing the similarities that tie us together. And celebrating those differ-ences because each of our unique perspectives provides valuable contributions.

As the leader of Los Angeles, I believe it is important that I support and encourage an inclusive culture. It is my commitment to the 1,300-team members in the Greater LA region to encourage them to show up as their best self and reach their full potential. Having a diverse workforce is vital because I want to assure that my team mirrors the communities that we serve, especially the ethnic diversity that makes up Los Angeles.

At Wells Fargo, we have 10 dedicated Team Member Networks (TMN) that consist of Women, PRIDE, Veterans, Latin, African American, MyGeneration and Asian among others. The TMN’s provide team members

with a platform to network, engage, vol-unteer and mentor with others of a shared background and experience. Additionally, it provides our team members with personal and professional development, leadership engage-ment, networking opportunities; serve as change agents for embedding inclusive practic-es into our day-to-day operations and support our efforts to attract and retain talent.

I strongly believe in the TMN programs that I am proud to serve as the Executive

Advisor for the Los Angeles/Orange County PRIDE TMN. Within this capacity, I ensure that I make myself available to assist in mento-ring our team members and remind them that although we may all have different journeys, our overall goal is the same, which is to “...Trust yourself. Create the kind of self that you will be happy to live with all your life. Make the most of yourself by fanning the tiny, inner sparks of possibility into flames of achieve-ment.” - Golda Meir

As we make strides at Wells Fargo, we continue our commitment to build sustaining relationships within the communities that we serve.

We hold our commitment to our commu-nities in very high regard. We feel that our strength is only as strong as the communities we serve; therefore, we look for proactive ways to support and assist our customers and poten-tial customers. Reaching out to our communi-ties allows us to fulfill our mission, which is to

“…satisfy all our customers’ financial needs and help them succeed financially.”

Michael Ormonde is the Los Angeles Region Bank President for Wells Fargo.

The Importance of Appreciating Differences

Change the way you see disability.CelebrateDontSeparate.org

CELEBRATE. DON’T SEPARATE.

We value and promote diversity and inclusion in all aspects of our

business.

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Join the team that lights up LA.LADWP is always on the lookout for bright, talented, creative, problem-solving employees.

ladwp.com/jobs



By DR. PAULA STAMP

Los Angeles County continues to expe-rience declining unemployment rates. According to the LA County Econom-

ic Development Corporation, unemployment in LA County is at its lowest rate since 2000. In fact, job growth was on a positive uptick during this same period. Despite these posi-tive economic indicators, Los Angeles Coun-ty job growth has not kept pace with the growing population. This imbalance is further exacerbated by a rising homeless population and lack of workforce readiness particularly for jobs requiring technical skills.

A strong workforce is critical in respond-ing to the continued economic growth in Los Angeles County. However, workforce development goes beyond economic drivers. The intersectionality of a strong workforce, education, and opportunity can change the trajectory of an individual’s life and, there-fore, cannot be underestimated. Systemic issues within economically disadvantaged areas continue to hold opportunity at bay. As employers, what can we do? What should we do?

Workforce development has social, business, and community implications that impact the bottom line. Career readiness, especially for those living in lower socioeco-nomic areas, is not necessarily an attainable goal due to a lack of financial resources or access to programs and career information. Without career readiness resources, the cycle of hiring, or lack thereof, and economic impacts continue. Employers can work with workforce development organizations, such as 2nd Call, to access talent who are focused and committed to participating in an appren-

tice program for a variety of trades. Programs like those offered at 2nd Call and Flintridge Center positively impact the participants and the employers who hire the graduates by pro-viding students access to living wage jobs and the opportunity for employers to hire trained workers. Workforce development is a hand up, not a hand out.

Workforce development benefits large and small businesses. Capacity building and scalability are key. Initiatives that build skill-set capacity and support at-risk populations, such as those with a criminal record and foster youth, can be an integral component in reducing the rate of recidivism, increasing the likelihood this disadvantaged population can live independently, and providing employ-ers with long-term access to a technically experienced workforce. The use of workforce development programs can be scaled larger or smaller depending on the needs of the business. Because most programs are commu-nity-based, the workers may live and work in their own communities which means the economic benefits and income generation from employers stays in the communities they serve. Ultimately a winning proposition is created for both businesses and local workers.

There are multiple reasons why workforce development is good for business, but how do you effectively utilize this community resource? Here are a few suggestions.

Workforce development is an oppor-tunity to leverage community partnerships and raise awareness of programs tailored to disadvantaged populations that may be over-looked, but can provide skilled talent. Part-nerships with job readiness programs through organizations like 2nd Call and Flintridge Center benefits businesses and workers alike.

Capacity building not only applies to workers, but also benefits small businesses. When larger enterprises mentor small busi-nesses and help them develop best practices in critical areas, such as workforce training, safety and quality, small businesses can confidently and effectively take on larger projects. This was the case with J. Francis, a woman-owned waterproofing contractor. The firm has worked with PCL Construction on multiple projects with an average contract value of $300,000. Then they were asked to bid on the Banc of California Stadium for a contract worth $3 million. Upon award, PCL’s team worked with J. Francis to devel-op a risk mitigation plan that leveraged J. Francis’ strengths and focused on workforce training, safety and quality. Because of PCL’s guidance in helping J. Francis build their business capacity to work on the stadium, they are more confident and well positioned to work on larger projects.

Widen the circle of resources used to

recruit and hire vendors and other partners. Instead of utilizing the standard vendor list we always use, expand the list with small and local businesses you may not have worked with in the past. When recruiting interns and new hires, reach out to campuses you may not typically recruit and intentionally include Hispanic Serving Institutions (HSIs) or Historically Black Colleges and Universi-ties (HBCUs) in your recruiting plan.

A colleague once told me when we don’t intentionally include, we may unintention-ally exclude. At its core, workforce develop-ment promotes inclusion, collaboration, and diversity of thought based on our own lived experiences. This perspective is a bonus for

our organizations, employ-ees, and the communities we serve.

Dr. Paula Stamp is Director of Business Development for PCL Construction.

The Business Case for Workforce Development Banc of California Stadium while under construction.

When Bill West (USC Marshall MBA ’79) left Indiana University with his undergraduate degree

in 1976, he had never even heard of The Consortium for Graduate Student Study in Management.

“Which is ironic,” the now retired pres-ident of Mays Chemical Company of India-napolis said. “Because it was one of the first schools to join The Consortium. Imagine that opportunity, right under my nose.”

The Consortium for Graduate Study in Management was founded in 1966 by Sterling H. Schoen, a professor of management at Washington University in St Louis, as a way to enable African American men to attend business school and acquire the skills needed for success in American corporations. Indiana University -Bloomington and University of Wisconsin-Madison were among the first to join as Consortium member schools. That

year, 21 African American men were named as “fellows” and were offered full-tuition schol-arships to MBA programs at these institutions.

Soon after, USC’s newly created graduate school of business administration, then led by Robert R. Dockson, became the first West Coast university to join. The year was 1968.

“It was a time of great cultural and societal shifts, and the business school was far ahead of the curve when it came to issues of inclu-sivity and diversity,” says James G. Ellis, dean of USC Marshall. “Dean Dockson had true visionary foresight.”

That vision continues today as USC Mar-shall celebrates its 50th anniversary as a mem-ber of the Consortium. The School continues to recruit promising MBA students through its status as one of 18 member schools, and today boasts more than 700 MBA Consortium alum-ni. There are 18 Consortium members in the USC Marshall full-time MBA class of 2020

In 1977, when West got to USC, there were 13 other Consortium Fellows. Those classmates connected him to the larger Con-sortium network, as well as to the Trojan Family network. They also became lifelong colleagues and friends.

“The value has been in the relationships,” he said. “You just can’t put a price tag on

that.”It was a Consortium alumnus who lured

him back to Indianapolis – Bill Mays, pres-ident and CEO of Mays Chemical Co. – to run the finances of his new company. West and Mays remained involved in Consortium for years, and have given back to the group in service and resources.

LEANING INIn 2015, USC Marshall named Debra

Langford, a longtime media industry executive and Marshall alumna, to lead its newly created Office of Diversity and Inclusivity.

“The conversation has moved to a call for action,” said Langford. “I am proud that I can help Marshall earn a prominent voice in that dialogue.”

Langford partners with diversity leaders within Marshall and across the USC campus to create best practices for the university and sits on the Provost’s Committee for Diversity at USC. She is also a founding member of the Association of Business Schools Diversity Officers, an organization of the top 30 MBA programs.

“Top performing companies have realized that when it comes to issues of workforce diversity and inclusivity, it’s a wining value

proposition to have an inclusive recruiting strategy,” she said.

“Marshall’s clear commitment to leveling the playing field was the primary factor in my decision to pursue my MBA here,” said Laju Obasaju, (NYU ’04; JD ’07) MBA ’17, a Con-sortium student liaison.

Although it started with only three schools and 21 students, The Consortium has grown into a nationwide organization with 8,500 alumni, 18 member schools and more than 80 corporate partners.

OPEN TO ALLAlthough originally intended for African

American men, The Consortium opened to include women, Hispanics and Native Amer-icans in 1970. It now admits all students who embrace the mission of diversity and inclusion – provided they have the requisite GMAT scores and grade point average.

“Diversity is not a minority problem,” said Peter J. Aranda (USC ’85), the Consortium’s executive director and CEO. “We need every-one to participate if we are going to address the inequities that are going on today.”

Information for this article was provided by USC Marshall School of Business.

50 Years of ConsortiumUSC Marshall School of Business, an early member of the Consortium, this year celebrates 50 years of inclusion





Earlier this year, a first-of-its-kind part-nership for a professional men’s sports team was unveiled. The L.A. Clippers

partnered with a female-first brand, Bumble, in a joint mission to advance gender equality.

Immediately following the announcement, the outpouring of support received has made it clear that this was long overdue.

Following the Clippers game that night, thousands of fans with different backgrounds and perspectives stood side-by-side at STA-PLES Center, united in a common goal and showing their support for the women in their lives – and that was just the beginning.

PARTNERING FOR CHANGEDiversity – including diversity of thought,

race, background and gender – allows organi-zations to reach the highest levels of success. It is with pride that the Clippers can say they are one of the most progressive organizations in sports today with a commitment to making a positive difference.

That’s why the Clippers decided to partner with Bumble, the popular, female-first social networking app. The team wholeheartedly supports gender equality and recognizes the value of different perspectives in the work-place. The Clippers organization has the larg-est female leadership team in the NBA and is proud to do its part to encourage women to

reach their highest career potential. Women should be strong, confident and willing to go after what they want – something Bumble believes in as well.

Together, the Clippers and Bumble are leveraging their influence, resources and commitment to diversity in their respective industries to help women advance in the workplace. A goal is to emphasize that gender equality is essential to any organization and this partnership provides a platform that will inspire communities to value female-driven decision-making in personal and professional situations, and ultimately inspire the next gen-eration of women leaders.

The objective is to provide education, events, tools and resources, expanding female-focused programming together and launching initiatives specifically geared to inspire women and girls. The Clippers hope it serves as a catalyst for communities to identify specific ways they can participate.

The Clippers are proud of this partnership with a forward-thinking organization that also wants to use their resources to make a positive impact.

THE EMPOWERMENT BADGEThe Clippers have been very purposeful in

the way they have talked about their relation-ship with Bumble. The Clippers organization

so admires Bumble and its approach to break-ing down antiquated gender stereotypes.

When the Clippers began reviewing poten-tial candidates for its first-ever jersey partner, they had many different opportunities, but realized they should do more than just put a company logo on the uniforms. The focus was on identifying a brand that aligned with Clipper values, and one that the team’s ath-letes could wear proudly. For the Clippers, the Bumble logo on players’ jerseys isn’t a jersey patch – it’s an Empowerment Badge. Some-thing worn with pride and a representation of something much bigger.

With the two organizations’ joint reach and influence, the belief is that they will be

able to bring in a new perspective and import-ant voices to the conversation that have not existed before.

WORKING TOGETHEREnabling real change in the industry or in

any other is no small task. The responsibility of bridging the gender gap in business lies with us all, including both men and women.

Businesses thrive when women lead and make decisions. Yet, women still face many challenges as they make their way to the top, particularly in the traditionally male-dominat-ed industries of sports and technology.

The Clippers organization has the oppor-tunity and privilege to help elevate other women and help focus and amplify the impor-tance of female empowerment and equality in the workplace. The strongest thing about the partnership with Bumble is that this is a badge that’s being worn by male NBA players.

What we need is collaboration – men and women working together – in all industries and from all backgrounds and perspectives. There’s never been a more critical time to make real change happen. We all need to step up, stand together and set a new status quo for the next generation of women leaders.

To learn more about the L.A. Clippers partnership with Bumble visit www.clippers.com/bumble.

Why an NBA Team Is Taking On Gender Equality

Study after study for more than a decade has shown the United States is facing a serious physician shortage – a shortage

that poses a risk to the health of the popula-tion. Just this year, a study by the Association of American Medical Colleges predicted that the country will face a shortage of up to 121,000 physicians by 2030.

California, the most populous state, is espe-cially vulnerable, with a study out of the Uni-versity of California San Francisco predicting a shortfall of nearly 9,000 primary care providers by 2030. The shortage is certain to hit the safety net the hardest – those providers who by mandate or mission offer access to care regard-less of a patient’s ability to pay. These providers care for a substantial share of uninsured, Medi-Cal beneficiaries and other vulnerable patients.

The Council on Graduate Medical Associ-ation, a division of the Department of Health and Human Services (HHS), recommends at least 60 primary care doctors for every 100,000 people, and closer to 80 would be better. How-ever, some counties in California have fewer than 40. In L.A. County, the number is 56. Certain areas of the county are already facing a severe shortage. Martin Luther King, Jr. Com-munity Hospital in South Los Angeles recently released a physician needs assessment showing a primary care physician shortfall of 500. This region also has a shortfall of 700 specialists.

Since it can take up to 10 years to train a

physician, there is no time to waste. This is why L.A. Care Health Plan, the largest publicly-op-erated health plan in the country, has commit-ted up to $31 million to address the brewing physician shortage crisis through a long-term

initiative called Elevating the Safety Net. The initiative is based on guiding principles that include promoting equity and reducing health disparities, with hopes of increasing the num-ber of providers that can speak the languages and understand the cultures of L.A. County’s diverse communities.

“This is an investment we have to make,” said John Baackes, L.A. Care CEO. “Our mem-bers are going to need care next year, the year after, and ten years from now, so we must sup-port and help expand the safety net of providers who care for them.”

Launched this month, Elevating the Safety Net initially involves three grant programs – medical school scholarships, medical school loan repayments, and physician recruitment.

L.A. Care has already awarded eight four-year medical school scholarships – four to students at the University of California Los Angeles (UCLA) and four to students at Charles Drew University (CDU).

Upon learning of the scholarship award to CDU, one student wrote back saying, “This is life changing for my family and me. My father is not one to cry, but after telling him the news he was in tears. We do not know how to express our gratitude enough.”

“Many medical students want to serve as primary care physicians, but the burden of student loans the size of a mortgage payment pulls them into better-paying specialty fields,” said Baackes. L.A. Care is hoping that relieving students of the loan burden will lead them to where they are most needed – to primary care positions within the safety net.

The second grant program in the initia-tive will use funding to recruit physicians to the safety net by partnering with clinics and

provider practices. L.A. Care will provide up to $125,000 to eligible safety net providers to recruit new physicians to work in the safety net. They can use the funding for salary subsidies, sign-on bonuses or relocation costs.

The Elevating the Safety Net initiative will also help those who are already feeling the crushing load of student loans. The health plan will offer medical school loan repayments to physicians who are willing to join the safety net and help serve the two million L.A. Care mem-bers who rely on care from public hospitals, community health centers, and other facilities that offer care to low-income residents.

L.A. Care says a guiding principal of the ini-tiative is to promote equity and reduce health disparities. The health plan wants to increase the number of health care providers than can speak the languages and understand the cultures of L.A. County’s diverse communities.

It’s estimated that each new physician will be able to treat up to 2,000 new patients. L.A. Care serves the most vulnerable populations in Los Angeles County, and it says the Elevating the Safety Net Initiative is an important step toward ensuring that L.A. Care members never struggle to see a primary care physician, both now and in the future.

Information for this article was provioded by L.A. Care Health Plan. For more information, please visit lacare.org.

L.A. Care Health Plan Confronts the Physician Shortage Crisis A $31 MILLION COMMITMENT FOR RECRUITMENT

Our members are going to need care next year, the year after, and ten years from now, so we must help

expand the safety net of providers who care for them.



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By MARI-ANNE KEHLER

Tim Cook, the CEO of Apple said that, “Inclusion of diversity inspires innova-tion. The best companies in the land

will be the most diverse.”Apple has long been the standard bearer

for innovation. It is rare for the topic of inno-vation to occur without mention of Apple’s history of disruption in the technology sector, and essentially reinventing categories of tech-nology we never knew we needed. But Apple has been called out in the past for lack of inclusion. They have reacted with new prac-tices, and claim 50% of new hires are now from “underrepresented groups in tech.”

Leading tech companies are now stepping up their game in recognition that diversity and innovation strategies drive their ability to innovate long term, attract and retain the best talent, as well as attract and retain customers who are more educated than ever about consumer options thanks to the very technology being developed in the sector.

A study by Salesforce found that 80% of those surveyed believe that companies have a responsibility to go beyond profit to make an impact on society. But gone are the days where diversity and inclusion are merely prac-tices companies implemented to be good cor-porate citizens. While hiring a diverse work-force should be a social justice imperative, it has in fact been found to be a competitive advantage. McKinsey’s study “Why Diversity Matters” found gender, cultural and ethic diversity significantly increased performance

measures in both earnings and profitability.

DIVERSITY OF THOUGHT – WHY INCLUSION MATTERS

Bringing together team members with diverse backgrounds, experiences and per-spectives was found to be not just correlative but causative for enhancing innovation. Meaning, the diversity of thought itself was a driver of the increased innovative outcomes. Green Hasson Janks has a practice of select-ing teams that represent a cross section of diversity of thought to increase successful and innovative outcomes.

A study published this year from NC State’s Poole College of Management con-cluded workforce diversity in fact enhances firm value. The paper’s title asks “Do Pro-Di-versity Policies Improve Corporate Innova-tion?”

“We wanted to know whether companies with policies encouraging the promotion and retention of a diverse workforce – in terms of gender, race and sexual orientation – also per-form better at developing innovative products and services,” said Richard Warr, co-author of the paper. “The short answer is that they do.”

YOUR PEOPLE CARE ABOUT DIVERSITYIn the war for talent, not only are creative

recruiting practices needed to discover new avenues to find high performers, but also the cost of attrition can dash bottom line pro-jections – no matter how great a company’s product or sales innovations may be.

The Salesforce study, “Impact of Equality

and Values Driven Business” found more inclusive cultures drive productivity and employee engagement. Some stats include:

• Employees who feel their voice is heard at work are nearly five-times more likely to feel empowered to perform their best work

• Employees who say their company pro-vides equal opportunities are nearly four times more likely to say they are proud to work for their company

• Employees who say they are able to be their authentic self at work are nearly three times more likely to say they are proud to work for their company — and nearly four-times more likely to say they are empowered to perform their best work.

“We believe businesses need to focus on closing the Equality gap with the same energy put into creating new products and markets,” said Tony Prophet, Chief Equality Officer for Salesforce.

WHERE ARE TOMORROW’S TALENT POOLS?

Employers are discovering they need to get more creative to find, recruit, retain and develop employees of the future.

With one in five Americans diagnosed with a disability, companies are also looking at how their cultures can better embrace flex-ible and accessible options for the disabled. One example is the Microsoft Autism Hiring Program.

Microsoft is collaborating with companies like SAP, JP Morgan Chase, Bloomberg, Ford Motor Company, IBM and DXC technol-

ogies, who have all created more inclusive hiring Autism initiatives. They launched the Autism Employer Roundtable, a coalition focused on helping other companies advance their hiring approach for people with Autism to increase their sources for talent.

Another great example is Goodwill of Southern California. They are creating opportunities for workforce training and placement to assist disabled, veterans, actual-ly anyone with a barrier to work. Those pop-ulations find meaningful work and contribute significantly to the community. In 2017, the total wage

“I believe that diversity enriches orga-nizations; from the products you create to the culture of employees rooted in empathy, understanding and a thirst for knowledge,” said Neil Barnett, Director of Inclusive Hir-ing and Accessibility at Microsoft.

Mari-Anne Kehler is Chief Strategy and Market-ing Officer at Green Hasson Janks, a leading consulting, audit and tax firm based in Los Angeles. She has over 30 years of experience as a high-impact leader who successfully expands business through action by using core skills of strategy

development, program execution, and innova-tion. Green Hasson Janks’ #BeMore culture is committed to providing a diverse and inclusive workforce to reflect the people it serves, and drive innovation and client success. To learn more, go to GreenHassonJanks.com.

Innovation Without Inclusion is Risky at Best

By DEBBIE BALL

The majority of people with disabilities want to work but are rarely given the opportunity to do so. Misguided

notions about the types of work an individual with a disability can perform, along with socie-tal barriers, keep people out of the workforce.

According to the 2017 Annual Disability Statistics Compendium from the Institute on Disability at the University of New Hamp-shire, only 35.9 percent of U.S. civilians with disabilities ages 18-64 living in the community had a job, compared to 76.9 percent for people without disabilities. Local statistics are no bet-ter. In Los Angeles County there is only a 32.6 percent employment rate for this same popula-tion compared to a 70.9 percent employment rate for people without a disability, according to 2015 data.

These statistics tell a story of untapped potential.

Like any individual, a person with a dis-ability has unique talents and abilities that can contribute to significantly to an employer’s bottom line. Inclusion of people with disabili-ties in the workforce is not only good for busi-ness but our society as a whole. When people are employed they gain self-sufficiency, includ-ing the ability to pay rent or buy a home, patronize stores, pay taxes and contribute eco-nomically to our communities and nation.

A major myth around employing a person

with a disability is the cost of potentially need-ing to provide accommodations that meet the Americans with Disability Act (ADA). Facts indicate otherwise. Employers see over a $28 Return on Investment (ROI) average for every dollar invested in accommodations, based on a national 2012 survey from the Cornell Uni-versity Employment and Disability Institute. (Most accommodations cost employers less than $500.) It is also worth noting that the turnover rate for employees with disabilities

is 8 percent compared to 45 percent for other workers, based on information shared by the Association of People Supporting Employ-ment First (APSE). Additionally, customers with disabilities and their families, friends and associates represent a $3 trillion market seg-ment. Plus, 87 percent of customers say they would prefer to patronize businesses that hire employees with disabilities.

Easterseals, which will be celebrating its 100th Anniversary in 2019, is one of the larg-est nonprofit providers of disability services in

the country. Our legacy, and our role today, is to change the way the world defines and views disability by making profound, positive differ-ences in people’s lives every day. Easterseals Southern California is committed to future where people with disabilities are employed in jobs that allow them to earn a living and make the best use of their talents. ESSC’s WorkFirst is a customized employment service that assists individuals on a one-on-one basis to find a job, or start a small business, based on a per-

son’s talents, interests and abilities. We focus on meaningful employment which means a person with a disability is working at a job of their choice, in an inclusive setting alongside co-workers who do not have a disability, and they receive pay and benefits comparable to non-disabled workers doing the same job.

WorkFirst employment specialists take the time to learn about each individual using our service. We review and assess work his-tory, transferable skills, transportation and technology needs. Our service helps people

establish goals and objectives for employment and work with them on informational inter-views, building social capital, and benefits planning. WorkFirst focuses on learning who an individual is so that we can better support them to identify jobs and careers tied to their employment goals and in roles in which they will be successful. Over the years we have individually supported thousands of people to find meaningful employment in a variety of fields and business settings ranging from large corporations to small independent companies.

Assisting people with disabilities to find work is only half the equation, educating and supporting employers is the other half. Employer workforce development is essential piece in gaining more work opportunities. Once employers learn what an individual has to offer, the disability becomes a secondary trait, like having blue or brown eyes. We also take the time to learn about business needs and can work to match a qualified individual to a specific job opportunity.

We can, and should, work to build a society in which everyone is included and valued for who they are, free to strive for what they want, educated to pursue the career they want and encouraged to follow their dreams.

Debbie Ball is Vice President, Employment Services with Easterseals Southern California. Learn how you can help build a more inclusive and equitable future for all people at easterseals.com/southerncal.

Disability Inclusion Is Good Business

Like any individual, a person with a disability has unique talents and abilities that can contribute to

significantly to an employer’s bottom line.


JULY 30, 2018 CUSTOM CONTENT – LOS ANGELES BUSINESS JOURNAL 145

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1. Diamond Sponsors Michelle Barrera, BJ Youngerman, and moderator Janet Lamkin (United Airlines)

2. Platinum Sponsor and panelist Michael Ormonde (Wells Fargo)

3. Platinum Sponsor and panelist Erin Henning (LADWP)

4. Platinum Sponsor and moderator Dr. Lois M. Shelton (California State University, Northridge)

5. Silver sponsor and moderator Anita Wu (Green Hasson Janks), Keynote speaker Sahar Andrade (Sahar Consulting, LLC), Gold Sponsor and panelist Lorraine Mills (Easterseals Southern California)

6. Panelist Patrick McClenahan (Goodwill of Southern California)

7. Michael Kelly (The LA Coalition)8. Platinum Sponsors Catherine

Hood and Ana Stokley (PCL Construction Services, Inc.)

9. Dr. Theo Fowles (USC)10. Panelist Gisselle Ruiz (The Broad

Academy)11. Kay Jin (Law Office of John Oh)

and Janet Burt (Lewis Brisbois)12. Platinum Sponsors Chandra

Subramaniam and Julia Potter (California State University, Northridge)

13. Platinum Sponsors Evelyn Perez, Sara Farokhzadeh, Bahareh Zarrini, Natassia Mabry (Wells Fargo)

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